The era of materialization of Internet enterprises and internetization of traditional enterprises is coming soon!
O2O has just started, but its development momentum has already started. There are two basic modes: first online and then offline and first offline and then online, and two epigenetic modes: first online and then offline and first online and then offline. They do not exist in isolation, but are transformed into each other.
Ali built its overall layout of O2O with the strategy of "thousands of troops" and "extending in all directions", and seized the strategic fulcrum of O2O with Tencent and Baidu. The O2O platform car enjoys the network to help SAIC get through and activate its entire industrial chain; Macy's built a modern department store ecosystem with O2O, and enhanced the consumption experience with "Mobile internet plus Big Data Precision Marketing+Community", thus "coming back to life".
Grasping the opportunity of O2O innovation is to seize the new opportunity of strategic transformation!
Four modes of O2O
The basic business logic of Online to offline is that users pay in advance on the online platform and then experience offline consumption, and merchants track their marketing effects in real time, thus forming a closed-loop business service and experience process. It adopts the mode of "electronic market+in-store consumption" instead of "electronic market+logistics distribution".
In China, the concept of O2O(OnlinetoOffline) has been heated up, and some people call 20 14 the first year of O2O. Generally speaking, the concept of O2O was first put forward by American AlexRampell in 20 10, and was introduced to China in 20 1 10. The basic business logic of O2O e-commerce model is that users pay online first, then experience offline consumption, and merchants track their marketing effects in real time, thus forming a closed-loop business service and experience process. Different from other e-commerce modes, O2O adopts the mode of "electronic market+store consumption" instead of "electronic market+logistics distribution". Some people think that online to offline is an upgraded version of the B2C model, with more emphasis on the consumer experience. At present, the concept of O2O has been generalized in China, and the online and offline mode involved in the industrial chain is called online to offline.
Jaco, self-organizing founder of O2OPark, believes that O2O is not online or offline, but online and offline interaction. Under the business model of virtual and real interaction, enterprises focus on combining fragmented channels and personalized content into various interactive and accurate social marketing, and finally form a fan community through interaction, which is the key to O2O. Su Liang, the brand director of Aowei Consulting, believes that online and offline should meet three characteristics: having a fully accessible online and offline platform, operating these two platforms with the thinking mode of the Internet, and taking users as the center. Information flow and capital flow are realized online, and business flow and service flow are realized offline.
However, there is not a fully formed O2O practice case yet. As Wang Jianlin, the boss of Wanda, said, "There is not a successful case from online to offline in China and even in the world. Most of the current online and offline are actually shopping guide modes, and online and offline are not fully integrated. " It is generally believed that Ctrip.com and others first adopted online to offline in China, which used online information flow to attract tourists and let them enjoy travel services through offline travel companies. By 20 13, O2O began to be widely concerned. Classified information websites, review websites, group buying websites and ordering websites all claim that they have adopted O2O, and other companies are also trying O2O.
Although online and offline are infiltrating into various fields, they are still in the early stage of development. According to statistics, whether in China or the United States, online consumption only accounts for 3% ~ 8% of total consumption. Therefore, Li Kaifu, chairman of innovation works, believes that once online and offline are truly integrated, huge market power will break out. According to the consulting data of Ai Media, the market size of China O2O in 201kloc-0 is 56.23 billion yuan, and it is expected to reach 4188.5 billion yuan in 20 15.
OnlinetoOffline has two basic modes and paths: online marketing and transaction to offline experience, and offline marketing to online transaction completion, which are referred to as online before offline mode and offline before online mode respectively. On this basis, two other ways and paths are derived: online marketing to offline experience and online transaction, and offline marketing to online transaction and offline experience, which is referred to as online first, offline then online, offline first, online then offline.
Jaco believes that only talking about OnlinetoOffline and OfflinetoOnline is O2O, and only stays in the single-channel drainage competition mode of the traditional Internet, that is, the "entrance" theory and the "boat ticket" theory; If you can't deeply understand OnlinetoOfflinetoOnline and OfflineToOffline, you will never know that the mobile Internet has enabled O2O business to enter a multi-channel drainage cooperation mode, so the "fan trigger" theory has replaced the "entrance" theory.
In fact, each realization and path are not absolutely isolated, but interact to form a closed loop of online and offline integration, and then form a continuous and complete online to offline. However, in order to facilitate the interpretation of O2O, it is subdivided into four operating modes.
Mode 1: first online and then offline.
The so-called online and offline mode means that the enterprise first builds an online platform, with this platform as the support and entrance, introduces offline business flow to online marketing and trading, and at the same time allows users to enjoy the corresponding service experience offline. This platform is the foundation of O2O operation, and it should have strong ability to transform resource flow and promote its online and offline interaction. In reality, many local life service enterprises have adopted this model. For example, Tencent has built an O2O platform ecosystem with its accumulated resource flow aggregation and transformation capabilities and economic foundation.
In the aspect of O2O layout, Tencent has built Tencent platform and O2O ecological chain: WeChat platform is the entrance, Tencent map and WeChat payment are the back-end support, and local life services are integrated in the middle, such as catering undertaken by public comments, Didi taxi, movie tickets in Gao Peng [Weibo], etc., thus building a closed loop of online and offline interaction.
Wechat can meet social and game needs, guide business flow, and create a series of scenes such as WeChat red envelopes, taxis and public comments. Although the transition from social scene to consumption scene may face challenges, the massive social data held by WeChat cannot be ignored, because it provides a rich source of business flow. In the meantime, it mainly faces the problem of supply and demand docking in business processes. Tencent's open payment and map API interfaces provide technical conditions for third-party service providers to do WeChat O2O, allowing third-party service providers to play a more active role in the WeChat ecosystem.
Specifically, it covers the following key links: First, WeChat, QR code and QQ map are the key entrances to online and offline. Wechat scanning QR code has become an important entrance, and the map platform is also the entrance that Tencent has made great efforts to build. Tencent started to provide street view service on 20 1 1. Its Street View supports mobile phone applications, and LBS applications can also call its Street View and map interfaces. The open API also allows developers to access and call. Secondly, launch the "QQ Caibei" plan, open up the general points system of e-commerce and life service platforms, and carry out precise marketing; Deep integration with Tenpay, pry open the mobile payment market. In addition, Tencent invested in Gao Peng and other group buying businesses, and cooperated with offline enterprises such as Wangfujing Department Store, Shangpin Discount and Haidilao to build an offline platform. Among them, two relatively formed businesses are e-commerce O2O and catering O2O, thus integrating their rich merchant resources to boost the development of Tencent O2O.
Mode 2: Go offline first, then go online.
The so-called offline-first-then-online mode means that enterprises first build an offline platform, rely on this platform to conduct offline marketing, so that users can enjoy the corresponding service experience, and at the same time introduce offline business flows into online platforms for online transactions, thus promoting online and offline interaction and forming a closed loop. In this kind of online to offline, enterprises need to build two platforms, namely offline physical platform and online Internet platform. Its basic structure is: first open a physical store, then build an online mall, and then realize the synchronous operation of offline physical stores and online malls. In reality, most entities adopt this online-offline approach, such as the O2O platform ecosystem built by Suning Shang Yun.
Offline, at present, Suning Shang Yun has more than 1600 storefront platforms, as well as storefront platforms for acquisition and cooperation in other fields. Online, its Suning.cn and other network platforms have covered traditional household appliances, 3C appliances, daily necessities and other categories. 20 1 1, Suning.cn strengthens the synchronous development of virtual network and physical storefront. The financial report shows that 20 105292 million yuan, and the overall revenue of Suning Shang Yun increased by 7.05% year-on-year. At the same time, online and offline sales increased simultaneously, among which Suning.cn achieved sales revenue of 218.9 million yuan, up 43.86% year-on-year, ranking among the top three B2C enterprises in China. The offline business also achieved a growth of 6.36%, ranking first in the domestic retail industry.
Suning Shang Yun put forward the operation mode of "e-commerce+stores+retail service providers", and established a benign development mode of win-win for retail enterprises, consumers, suppliers and merchants through seamless integration of offline experience and online convenience of stores, PCs, mobile phones and televisions. Its roadmap is "one body and two wings": the transformation path with Internet retailing as the main body and O2O omni-channel business model and online and offline open platform as the two wings.
To this end, Suning cloud merchants have taken many positive measures:
Break down organizational barriers. On February 20 13, the organizational structure was adjusted, and commodity operation headquarters, e-commerce operation headquarters and chain platform operation headquarters were established. Later, the chain platform operation headquarters and the e-commerce operation headquarters merged into a large "operation headquarters", and directly affiliated companies such as Red Kids, PPTV, Commercial Plaza, Logistics, Finance and Telecom were established, giving them greater autonomy in operation and management, thus forming a "platform * * * *".
Break through the price barrier. On June 20 13, online and offline parity was implemented nationwide, marking the full operation from online to offline. Although the online and offline parity strategy is questioned by the outside world, it is a positive attempt.
Build an open platform. In the supply chain, the mode dominated by negotiation game is transformed into the commodity cooperation mode driven by user demand. September 20 13, the open platform "Suning Yuntai" version 3.0 was released. The open platform provides differentiated choices for upstream enterprises and businesses outside Tmall and JD.COM. It is an online extension of the offline service platform dominated by stores in the past, forming a more complete upstream and downstream integrated service system including stores, e-commerce, finance and logistics.
Break through the barriers of experience. Comprehensively upgrade the consumer experience from three latitudes: global experience, global experience and all-round experience. 20 13- 12 store layout based on shopping experience, to create an all-round internet store. Establish an omni-channel business model of O2O integration and multi-terminal interaction, such as in-store free WIFI, electronic price tag, multimedia electronic shelves, etc., to meet the overall experience needs; Establish a full-resource core competence system to meet the needs of users in the whole process of pre-sale, sale and after-sale; Use technologies such as mobile Internet, Internet of Things and big data to meet individual needs. For example, in May of 20 13, the mobile terminal also added the search function of "nearby Suning" stores, so that users can quickly locate their own locations and search the surrounding stores to meet all needs.
In 20 14, around the online to offline operation, Suning Shang Yun will open up resources such as mobile communication, socialization, shopping, entertainment and information, and provide users with a series of value-added services such as social leisure, video entertainment, online and offline shopping, wealth management and smart home. At the same time, it will seize the entrance of the living room and realize the seamless connection with Suning.cn through the hardware products of PPTV box.
Mode 3: first online, then offline, then online.
The so-called online, offline and online mode is to build an online platform for marketing, and then introduce online business flow offline to let users enjoy the service experience, and then let users conduct transactions or consumption experiences online. In reality, many group buying and e-commerce companies have adopted this online-offline approach, such as JD.COM Mall.
20 13 12, JD.COM identified online to offline as one of the important strategies for future development. JD。 COM's O2O ecological chain is: first, self-built online JD.COM Mall, using it as a platform for marketing, offline self-operated logistics system, and cooperation with physical store enterprises, so that users can enjoy their offline service experience, and then let users conduct transactions online in JD.COM Mall.
Off-line, the self-operated JD.COM Mall has become a banner in B2C field, and it is the starting point and supporting platform of JD.COM O2O. In the first half of 20 12, JD.COM let Manzuo.com, Didi Tuan, Handan.com and other group buying websites enter its platform. September 20 13, JD.COM invested in a take-away ordering website and arrived at the food party. JD.COM stepped up its own operation of Jingpinhui, combined with many high-end life service brands, and provided users with exclusive stored value cards with low discounts through huge buyouts. Except for 3C home appliances, books and other fields, most other categories are open platforms, such as cooperation with mainstream platforms such as social networking, maps, search and local life services, and introduction of external traffic resources. This series of measures further expand the online platform and consolidate its O2O layout foundation.
Offline, on the one hand, it has invested heavily in the self-built logistics network for many years, with1.4000 distribution stations and more than1.5000 distributors, which has become a late-comer advantage of JD.COM O2O; On the other hand, we will cooperate with offline physical store enterprises to build a "1 hour local life circle" to make JD.COM O2O directly "grounded". For example, in the field of home appliances, terminal stores in the third, fourth and fifth markets will be integrated, allowing users to take orders online in JD.COM Mall, and offline distribution services will be completed by cooperative stores.
In order to consolidate the offline service foundation and fill the shortcomings of self-operated offline stores, JD.COM has increased cooperation. 20 1 165438+2003 10, in cooperation with a large local convenience chain store in Tang Jiu, Tang Jiu convenience store sales area was opened in JD.COM Mall. After the user places an order, the background system automatically matches the convenience store with the nearest address filled in by the user for distribution. 20 14 In March, JD.COM cooperated with chain convenience store brands such as Quik, Good Neighbor, Good Friend, Everyday and Night, Humanism, Meiyijia, Central Red, Fire, Today's Convenience and Liker, involving more than 1 1000 stores, covering many cities in China.
JD.COM deeply connected its IT system with the IT system of offline convenience stores, shared online traffic with them, and introduced accurate users to their online shop in JD.COM Mall by region, which effectively increased sales. For example, JD.COM brings thousands of orders to convenience stores in Tang Jiu every day. In this process, JD.COM also gained offline traffic, realized channel sinking, and expanded its commodity category in disguise.
At the same time, JD.COM constantly improves the user experience through technology. In addition to offline stores, JD.COM also cooperates with ERP software service providers such as SAP, IBM and Haiding. , so that the retail ERP system can be seamlessly connected with the JD.COM platform, and the links such as transaction, settlement, logistics and after-sales customer service can be visualized, and its electronic membership card and mobile payment functions can be supported, so that it can enjoy the online and offline membership system. Through official website, a convenience store on the JD.COM platform, users can also use LBS positioning to find the nearest store among all its stores for shopping and enjoy a convenient online shopping life experience.
Mode 4: Offline first, then online, then offline mode.
The so-called offline first, then online and then offline mode is to build an offline platform for marketing, and then introduce offline business flow or use a nationwide third-party online platform for online transactions, and then let users enjoy the consumption experience offline. In this kind of online to offline, the selected third-party platforms are generally ready-made and influential social platforms, such as WeChat, Dianping.com Tao Wei, etc., and multiple third-party platforms can be borrowed at the same time to let the third-party platforms conduct drainage, so as to achieve their own business goals. In reality, local life service O2O enterprises such as catering, beauty and entertainment mostly adopt this model, such as Papa John.
As a pizza brand of chain restaurants, Papa John achieved double-digit growth through the O2O online ordering mode, of which the take-away volume accounted for 30%. Its O2O ecological chain is: users find offline Papa John's stores through online apps and third-party platforms, pay online, and then go offline to Papa John's stores to enjoy their services. Specifically, offline, Papa John has opened more than 4,000 chain restaurants around the world, which is the foundation of his start and survival. Online, Papa John made an APP and opened his own online ordering platform. On the other hand, with the help of third-party platforms, he currently uses WeChat platform and public comment network platform.
After the offline layout is completed, online and offline will be integrated to create an O2O closed loop. John's approach is to unify the order platform, user experience and supply chain.
Unified order platform. Business flows come from different channels, which may come from store channels, self-owned online ordering platforms or different third-party platforms. If we go it alone, it will easily lead to information confusion and inefficiency. To this end, Papa John integrated the order information flow from offline stores, his online order platform, WeChat and Dianping.com into his enterprise information system, so that his order platform remained unified, and then distributed it to the corresponding stores in time.
Unified user experience. Service centers or call centers receive order information from different channels. If the external services are not uniform, the user experience may be very different. Therefore, on the basis of unifying the order platform, Papa John unifies the service center, standardizes the external service, and makes the user experience consistent. At the same time, in order to improve the user experience, Papa John has launched an electronic membership card, that is, a mobile phone QR code, which integrates functions such as pre-deposit, prepaid card and recharge. Users can scan the QR code, then they can pay by WeChat, and then they can enjoy a delicious meal directly like users who queue up to order food.
Unified supply chain. Food and beverage take-out faces the integration of supply chain, especially the price data. Because for food and beverage take-out O2O, if you can't know the product price, inventory and other information of the stores near the user's order in time, it may not be delivered within the promised delivery time, so the order and delivery note must be integrated. Papa John integrated the data link, unified the data of the whole supply chain, and let the invoice automatically generate the user's delivery address, product information and even delivery route, and display it on the dealer's mobile phone. Every link can be delivered to users in time according to the process.
With the continuous development and popularization of mobile terminals, the development direction of O2O will become clearer and clearer.